000 02985nam a22002657a 4500
003 KOHA
005 20240220091541.0
008 240220d2023 cy ||||| m||| 00| 0 eng d
040 _aCY-NiCIU
_beng
_cCY-NiCIU
_erda
041 _aeng
090 _aYL 3210
_bA58 2023
100 1 _aAntwi, Gifty
245 1 4 _aIMPACT OF TRANSFORMATIONAL LEADERSHIP ON EMPLOYEES' INNOVATIVE WORK BEHAVIOUR: THE MEDIATING ROLE OF EMPLOYEE PSYCHOLOGICAL CAPITAL. (A CASE STUDY OF THE GHANA REVENUE AUTHORITY) /
_cGIFTY ANTWI; SUPERVISOR: PROF. DR. MEHMET YEŞİLTAŞ
264 _c2023
300 _aix, 73 sheets;
_c30 cm.
_e1 CD ROM
336 _2rdacontent
_atext
_btxt
337 _2rdamedia
_aunmediated
_bn
338 _2rdacarrier
_avolume
_bnc
502 _aThesis (MBA) - Cyprus International University. Institute of Graduate Studies and Research Business Administration Department
504 _aIncludes References (sheets 61-66)
520 _aABSTRACT The main purpose of the study was to assess the impact of transformational leadership on employees’ innovative work behaviour: the mediating role of employee psychological capital. A case study of the Ghana Revenue Authority. The research design selected for the study was cross-sectional research design through quantitative approach. The data collection instrument was questionnaire. A sample size of 152 based on simple random sampling was used for the study population of 246. The key findings of the study according to the specific objectives were: statistically significant and positive relationship between Psychological Capital (PC) and Transformational Leadership, positive and statistically significant relationship between Innovative Work Behaviour (IWB) and Psychological Capital (PC), positive and statistically significant connection between Innovative Work Behaviour (IWB) and Transformational Leadership (TL) and Psychological Capital serves as a mediator in the intricate relationship between Transformational Leadership and Innovative Work Behaviour. From the finding, the study concluded that, psychological capital and transformational leadership are two key factors that influence workers' innovative work behaviours. The study made these recommendations following the findings and conclusions of the study: to maintain high employee dedication and organizational success, Ghana Revenue Authority should utilize ongoing transformational leadership style tactics. Additionally, depending on the circumstances at work, Ghana Revenue Authority should occasionally use both transactional and laissez-faire leadership styles. This is because there is no one leadership style that fits every occasion; rather, it depends on the unique circumstances. Keywords: Leadership, Transformational Leadership, Innovation, Behaviour, Innovative Work Behaviour, psychological capital
650 0 _aBusiness Administration
_vDissertations, Academic
700 1 _aYeşiltaş, Mehmet
_esupervisor
942 _2ddc
_cTS
999 _c292212
_d292212